Suplementary Information 2008 PDF

Transcription

SUPPLEMENTARY INFORMATION TO THE CORPORATE
RESPONSIBILITY REPORT 2008
This report supplements the Corporate Responsibility Report 2008 (referred to hereafter as CRR08). It contains
additional information that we consider to be of interest to all those people, institutions or groups that significantly
affect or are affected by BBVA’s operations.
Provision is made of explanations, technical aspects or additional case studies that will help to provide a more
comprehensive view of the BBVA Group’s performance in corporate responsibility and which are not included in the
supplementary information to the corporate responsibility report, SICR08, as it was deemed important to make its
length and content manageable for the reader, in keeping with the opinions forthcoming from stakeholder consultations.
The information reported here has been verified by Deloitte and follows the same order as ARCR08. On the CCR
website, it is organised into its corresponding chapters. (http://rrc.bbva.com)
Contents
Page
Page
CR PRINCIPLES AND POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
• Speech by BBVA’s Chairman “Responsible business in
the 21st century: Return adjusted to principles” in
the ESADE/Stanford programme on CSR.
• Brand management.
• Pledge to uphold Human Rights.
• Economic Value Generated, Distributed and Retained.
RESPONSIBLE MANAGEMENT OF
HUMAN RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
• Employees by professional category.
• Average length of service of workforce.
• Variable remuneration based on the organisation’s
performance and on individual performance.
• Variable remuneration according to professional level.
• Hours of training per employee broken down by
channel and subject.
• Women in managerial positions with children in their
care.
• Queries processed by the SAE.
• Disciplinary files.
CUSTOMER FOCUS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
• Bancomer Q.
• Customer Ombudsman: Spain and Mexico.
• ISO 9001: 2000 certifications. Phishing: issues and
measures taken. Distribution of BBVA’s ATM service,
by country.
FINANCIAL INCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
• Banking penetration plan for Latin America:
South America.
• “Non-banking Correspondents” in Colombia.
RESPONSIBLE FINANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
• Large companies and project finance: breakdown of
projects assessed under the Equator Principles, by
type of product.
• Peru, pioneers in risk management thanks to the
Environmental Risk Management.
• Internal auditing activities.
RESPONSIBLE PRODUCTS AND SERVICES . . . . . . . . . . . . . . . 20
• Other innovative products and services
Supplementary video on CRR TV at: http://rrc.bbva.com
RESPONSIBLE PROCUREMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
• Management and procurement tools: online
procurement.
ENVIRONMENTAL MANAGEMENT
AND CLIMATE CHANGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
• New Group buildings to bid for LEED certification.
• Monitoring the Group’s environmental footprint.
• Green IT in BBVA.
• Offsetting of GHG emissions associated with
publication of the BBVA 2008 Annual Reports.
• “Sponsor a tree”.
COMMUNITY INVOLVEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
• BBVA Foundation (Spain).
• The Teacher Action Prize (Acción Magistral FAD).
• Programme of Cultural Activities in Spain.
• Economic Research Department.
CORPORATE VOLUNTEER WORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
• Junior Achievement Foundation:
“The advantages of staying in school”.
SUSTAINABILITY RATINGS, PRIZES AND AWARDS
• SAM Assessment. 2008, 2007 and 2006.
....
36
SUPPLEMENTARY INFORMATION CRR 2008
Corporate Responsibility Report 2008
STAKEHOLDER ENGAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
• Channels of consultation and dialogue with
stakeholders.
• RepTrak model: Model for measuring and managing
reputation.
• Stakeholder consultation process 2008.
1
CR PRINCIPLES AND POLICY
VISION, CORPORATE PRINCIPLES AND POSITIONING
CORPORATE PRINCIPLES
SPEECH
BY
BBVA’S CHAIRMAN
IN THE PROGRAMME ON
CSR
ORGANISED BY
ESADE
AND
STANFORD
See the full Spanish text of the speech La empresa responsable del siglo XXI: Rentabilidad ajustada a
principios (Responsible business in the 21st century: Return adjusted to principles) delivered by BBVA’s
Chairman in Barcelona on 27 March 2008.
POSITIONING
BRAND
MANAGEMENT
The brand management undertaken at BBVA is based on the premise that a brand with a good
reputation requires consistency between the pledge (what BBVA says) and experience (what we do as
employees of BBVA). Accordingly, brand management at BBVA is wholly linked to its values and to the
performance of its staff. This way of understanding the brand was introduced in 2003 and is called the
“BBVA Experience” and has been highly rated by analysts in recent years.
(More information on the BBVA Experience is available at www.bbva.com).
Brand management rating
(Score 1-100)
93
93
38
32
BBVA
Sector average
2007
2008
Source: Assessment by the Rating Agency SAM. 2008
BRAND
2
AWARENESS AND REPUTATION.
TREND
IN
2008
BBVA continues to be the most widely known financial institution in both Spain and Mexico. 67% of
people in Spain and 85% in Mexico know of BBVA. This is a key strength, as awareness is an essential
requirement for consumers to consider a brand as a possible provider.
Trend in BBVA awareness and reputation
(Scale 1-100)
Spain
2008
2007
Mexico
2008
2007
Argentina
2008
2007
2008
Awareness(1)
67.0
74.0
85.0
91.0
63.0
Reputation in customers
79.0
77.0
67.6
68.3
Reputation in society
73.8
70.3
65.1
65.8
Chile
2007
2008
Peru
2007
67.0
NA
31.0
72.0
88.0
41.0
36.0
75.0
75.8
72.2
71.2
75.8
74.3
67.3
73.5
69.7
71.2
66.0
66.6
71.8
72.0
64.4
72.3
(1) The data for awareness in 2008 are for the January-December period in all countries except Peru, where they run through to November.
(2) A variation between two years is only statistically significant when it is equal to or over 1 point.
N.A.: Information not available.
Scope: BBVA Group.
Colombia
2008
2007
The reputation of the BBVA brand held by its customers remains stable or has improved in all our
operating countries. There is only one exception, namely, Colombia, with this drop being of general
application to most of the companies considered in the study for that country.
Regarding society (customers and non-customers), reputation records a sharp increase in Spain,
dropping off slightly in Argentina and to a greater extent in Colombia.
STANDARDS OF CONDUCT, COMMITMENTS AND INTERNATIONAL AGREEMENT
INTERNATIONAL AGREEMENTS SUBSCRIBED
PLEDGE
TO UPHOLD
HUMAN RIGHTS
BBVA has undertaken a series of actions to express BBVA’s strategy in the field of corporate responsibility,
with a highlight being the Pledge to uphold Human Rights.
To mark the 60th anniversary of the Universal Declaration of Human Rights, on 10 December 2008 the
Group’s Chairman wrote to each employee to urge them to take part in a new course on Human Rights:
Dear Colleague
Today marks the 60th anniversary of the Universal Declaration of Human Rights.
The respect for an individual’s dignity and the rights inherent to them are an essential
requirement for the conduct of all those of us who make up the BBVA Group.
BBVA’s pledge to uphold Human Rights is a clear expression of our business model
based on Principles and a key component of our Policy on Corporate Responsibility.
To coincide with this special day, two major actions have been undertaken: the
subscription of a declaration commemorating this anniversary issued by the United
Nations Global Compact and the launch of a course on Human Rights for BBVA
Group employees, which I urge you to pursue over the coming days.
With kind regards,
3
VALUE CREATION FOR STAKEHOLDERS
Economic Value Generated, Distributed and Retained(1)
2008
2007
2006
Economic value generated (EVG)
19,798
18,475
16,640
Gross income
18,978
17,271
15,143
72
13
956
748
1,191
541
11,117
12,049
10,610
Employees: Personnel expenses
4,716
4,335
3,989
Suppliers: General and administrative expenses (2)
2,704
2,626
2,108
Public sector: Corporate tax and other taxes
1,836
2,337
2,262
Shareholders: Dividends
1,820
2,717
2,220
Community involvement (w/o foundations)
41
34
31
Community involvement (foundations)
44
35
25
11,161
12,084
10,635
8,681
6,426
6,030
Gains (Losses) in written of assets not classified as non-current assets held for sale
Profit on non-current assets
Economic value distributed (EVD)
Total Economic Value Distributed
Economic Value Retained
(1) Calculated according to the GRI calculation protocol for EC1. The figures for 2007 and 2006 have been adapted to the account classification criteria adopted in 2008 in the formulation
of the Annual Accounts.
(2) Approximation adjusted to payments made to third parties under the heading of purchases and services rendered, once taxes have been deducted.
Scope: BBVA Group.
4
STAKEHOLDER ENGAGEMENT
IDENTIFICATION AND DIALOGUE WITH BBVA STAKEHOLDERS
CHANNELS OF CONSULTATION AND DIALOGUE WITH STAKEHOLDERS
The following table lists the main stakeholder groups and subgroups and the major channels of dialogue
opened up with them:
SHAREHOLDERS: Major shareholders, medium shareholders, small shareholders, staff
shareholders, institutional investors, investment analysts and rating agencies
Shareholders
–
–
–
–
Questionnaire for sounding out shareholder expectations.
Linea 900 Helpline.
Shareholder consultation on corporate responsibility information.
System for monitoring reputation amongst shareholders.
–
–
–
–
Two suggestions boxes (major shareholders and other shareholders).
Ábaco magazine.
Regular meetings and road shows.
Individual Shareholder Management Department (Shareholders’
Helpdesk).
– Travelling Office.
Institutional investors, analysts and rating agencies
–
–
–
–
–
–
–
–
Investor Day.
Department of Investor Relations.
Bancomer Area of Major Investors.
Inclusion in the quarterly earnings brochure of information dealing
with BBVA’s presence and weighting in sustainability indexes.
– Attendance of investor fora and meetings related to sustainability.
– Extended information on sustainability on the Investor Relations
webpage.
Investor satisfaction studies/rankings.
Electronic mailbox.
Reporting significant events.
Meetings with investors and road shows.
All
– Annual report.
– Quarterly reports.
– http://inversores.bbva.com/TLBB/tlbb/jsp/rii/home/index.jsp website.
– AGM.
– BBVA IP TV.
Queries addressed by the Shareholders’ Helpdesk
16,000
14,000
Línea 902
12,000
10,000
Mobile office
8,000
6,000
E-mail
4,000
2,000
0
2005
2006
2007
2008
Ábaco
magazine
competition
The scope of these shareholder channels is the BBVA Group, except for the following:
– The “Questionnaire for sounding out shareholder expectations” and the “System for monitoring reputation amongst shareholders” which
apply to Spain only.
– The “Shareholder consultation on corporate responsibility information” which applies to Spain, Argentina, Colombia, Mexico and Peru.
The accompanying table shows the trend in the number of queries addressed by the Shareholders’ Helpdesk in Spain and those entering the
competition organised by Ábaco magazine:
5
CUSTOMERS: retail (customers of personal banking, young people, migrants, small
businesses and all remaining retail segments), businesses (the self-employed and small
businesses, large companies and major corporations, family businesses and wholesale
banking & asset management) and institutions (public administrations, international
organisations and companies and their dependent national, regional and local bodies, and
private institutions: NGOs/foundations and business associations).
Retail
–
–
–
–
–
–
–
–
–
BBVA Helpline.
Satisfaction, efficiency and loyalty surveys.
Evaluation of the quality of service to customers in branch offices.
Surveys on the motivations and behaviour of the different
customer segments.
Studies on brand health and positioning.
Focus groups for creating, assessing and developing new
concepts.
Regular meetings with customers to uncover their
expectations/requirements (specific to certain segments).
Mail shots, telemarketing, SMS.
Consumer Trends BBVA, which uses a specific barometer to
permanently monitor public opinion both in Europe and in the
Americas. Besides informing decision-making at all levels in the
Group, it performs a duty of public interest by openly disclosing
part of its conclusions through international conferences and
internet publications.
–
–
–
–
–
–
–
–
–
System for monitoring reputation amongst customers.
Customer consultation on corporate responsibility information.
www.bluebbva.com and the Blue joven magazine (young people).
www.bbvadineroexpress.com (migrants).
Launch of Tú Cuentas (You Matter) aimed at private customers for
the management of personal finance, providing personalised
suggestions through advanced techniques in artificial intelligence.
Creation of the Actibva financial community as a virtual networking
site whose purpose is to provide all users with financial information
by encouraging social interaction between all those interested in
economics and saving, through a Web 2.0 platform.
Launch of a marketing scheme in Facebook (Uno-e).
Roll-out of the Global Customer Intelligence training programme, the
first of its kind in the financial world for specialists in quantitative
analysis. This programme responds to the need to learn more about
consumers, their behaviour and their needs in order to differentiate
ourselves and pre-empt changes in the environment.
With a view to sounding out the opinion of the sales network on
sundry matters related to the business, marketing schemes, product
launches… BBVA has a tool called Oráculo. This tool consists of an
online questionnaire that is completed every other month enabling
managers not only to provide their own personal opinion but also to
respond as the “customer’s mouthpiece”.
Businesses and institutions
– Positioning studies.
– Satisfaction surveys.
– Surveys on the motivations and behaviour of the different
customer segments.
– Studies on service quality. Customer Voice.
– Focus groups/workshops with customers to gauge their opinion
on specific issues.
– Manual del Alcalde (Mayor’s Handbook)
– Website
All
6
– Customer Care Service, Complaints Management (SAC). There is
a bespoke system for migrants.
– Customer ombudsman.
– Advertising/media.
– Transactional websites.
– Each unit’s own channels: commercial networks (branch offices,
advisers, managers, agents and ATMs).
– BBVA IP TV.
The scope of these customer channels is the BBVA Group, except for the following:
– The “System for monitoring reputation amongst customers”, which applies to Spain, Mexico, Argentina, Chile, Colombia, Peru and Venezuela.
– The “Customer consultation on corporate responsibility information”, which applies to Spain, Mexico, Argentina, Chile, Colombia and Peru.
– The websites “www.bluebbva.com” (young people) and the “Blue joven” magazine, which are specific to Spain and are being copied in other
countries.
– Most of these channels have specific features for each country.
EMPLOYEES: management, other employees, trade union associations with delegates in BBVA.
All employees and trade unions
–
–
–
–
–
–
–
–
–
–
Employee Care Service (Spain)/staff administration (rest of Group).
Satisfaction surveys.
Employee consultation on corporate responsibility information.
Questionnaire on CR policy, included in 2006 within the course
“Corporate responsibility: basic notions”.
System for monitoring internal reputation.
adelante magazine. Four issues of this magazine have been
issued in 2008 in printed and electronic format, with 10 different
versions according to countries.
The BBVA Risk area has launched a magazine in digital format
called Visión Riesgos (Risk Vision).
Daily newsletter Buenos Días (Good morning).
Global corporate intranet. It has seen the posting of 1,512 news
items in 2008, and 36 million entries.
IP television channel and other audiovisual media Since its launch
in 2007, the television has received 237,005 visits, of which
188,803 were recorded in 2008, with 317,823 videos watched
and 557 programmes shown.
–
–
–
–
–
–
–
–
Local intranet and employee portal.
Global corporate intranet.
Press room.
E-mail and Info-mail.
Internal Communication department.
Interviews involving target-setting, competencies and feedback.
HR managers.
Department of Industrial relations/Stipulated mechanisms for
dealings with trade union associations.
– Health & Safety committees.
– Works Council and European Works Council.
– Blogosphere is a platform of blogs posted freely by employees,
covering a range of subjects, which brings individual knowledge into
the collective arena through this electronic medium. The BBVA
Blogosphere in 2008 has completed its first year with over 3,250
users, 250 blogs and almost 5,300 comments.
Management
–
–
–
–
–
Management portal.
Annual global management meeting.
BBVA IP TV.
Meetings for presenting results
Management School
– Launch of Al Día (Up-to-Date), a new communication channel for
BBVA management that involves a weekly newsletter addressed to
all managers who disseminate it amongst their teams, highlighting
the main strengths that make BBVA a bank that is different to its
competitors. The aim of this information transparency that is a
hallmark of BBVA is to bolster employee’s corporate culture and
provide them with the arguments to act as spokespersons for the
Group’s strengths. Along these same lines, the corporate intranet
has been provided with a new section called Marcando diferencias
(Making the difference) for the purpose of reporting those strengths
that make BBVA a different bank and one in which to trust.
SUPPLIERS: Approved recurrent suppliers, unapproved recurrent suppliers,
occasional suppliers.
–
–
–
–
Satisfaction surveys.
Approval questionnaires.
Electronic mailbox for procurements.
Supplier consultation on corporate responsibility information.
– Regular meetings.
– Online tool for negotiation and procurement.
– Procurements department.
The scope/location of these supplier channels is the BBVA Group, except for the following:
– “Supplier consultation on corporate responsibility information”: Spain, Argentina, Colombia, Mexico, Peru, Chile and Venezuela.
– Electronic mailbox for procurements: Spain.
– Satisfaction surveys: Spain and Peru.
The scope of these employee channels is the BBVA Group, except for the following:
– The European Works Council: BBVA Group in Europe.
– The Health & Safety committees: in those countries as required by local legislation.
– The “Employee consultation on corporate responsibility information”: in Spain, Argentina, Colombia, Mexico, Peru, Chile and Venezuela.
– The questionnaire on CR policy, included in 2006 within the course “Corporate responsibility: basic notions”: in Spain.
7
REGULATORS: Sector regulators, privacy/data protection regulators, regulators
for preventing money laundering, antitrust regulators, stock market regulators, other regulators
within local, regional, national and supranational spheres that have a bearing on the bank’s
operations.
–
–
–
–
Legal monitoring.
General Secretariat.
Legal Services.
Chairman’s Area (Accounting and Compliance).
–
–
–
–
Institutional Relations.
Chairman’s Office.
Internal Control.
Risk.
The names of the departments that oversee the dealings with regulators correspond to Spain, in all other Group countries these departments
may be referred to in a different manner, although each role is similar and is coordinated at corporate level.
SOCIETY: Citizens and groups in civil society (NGOs, media, foundations, consumer
associations, centres of learning and research, leaders of opinion).
– CRR electronic mailbox.
– Consultation of social and environmental NGOs on corporate
responsibility information.
– Public opinion survey on corporate responsibility information.
– System for monitoring corporate reputation amongst public
opinion.
– Tracking of corporate responsibility.
– Studies on the monitoring of positioning amongst public opinion.
– Other studies: MERCO, MERCO-Marca, Barometer of trends.
– Assessments by sustainability analysts
– Media.
– Annual CR Report.
– Involvement in CRR events and fora.
8
–
–
–
–
–
Corporate Responsibility and Reputation department.
CRR coordinators in individual countries.
Corporate Communication department.
Research department.
Direct dialogue with NGOs, media, experts, centres of learning and
research.
– Foundations.
– The Social Sciences area of the BBVA Foundation conducts socioeconomic studies through which it analyses economic and
demographic aspects of society, explores the values that govern it,
as well as prevailing public opinion or the impact of technology. Its
purpose is to provide society with knowledge in the quest for social
wellbeing. In order to disclose its findings, the BBVA Foundation
publishes books (since 2006 it has created a new editorial line that
publishes reports on research in progress), organises seminars and
presentations and promotes advanced instruction through specialist
courses and university chairs.
The scope of these social channels is the BBVA Group, except for the following:
– The “Public opinion survey on corporate responsibility information”, the “Tracking of corporate responsibility” and other studies such as
MERCO, MERCO-Marca and the Barometer of trends, which are exclusive to Spain.
– The “Consultation of social and environmental NGOs on corporate responsibility information”: Spain, Argentina, Colombia, Mexico and Peru.
– The “System for monitoring corporate reputation amongst public opinion” and the “Studies on the monitoring of positioning amongst public
opinion”: Spain, Mexico, Argentina, Chile, Colombia and Peru.
– And the Foundations: Spain, Mexico, Argentina, Peru and Venezuela.
MANAGEMENT INTEGRATION OF STAKEHOLDER EXPECTATIONS
REPTRAK: MODEL FOR MEASURING AND MANAGING REPUTATION
The seven dimensions that make up reputation reflect the BBVA Group’s seven corporate principles,
which it implements in all Group operations and conveys to its stakeholders through its channels and
means of communication and dialogue.
This measurement model enables BBVA:
1. To know the perception held of the entity by each one of the stakeholders analysed, and specifically
the strong and weak points both in absolute terms and regarding other companies within and
without the sector.
2. To understand the level of relevance and priority of each aspect for each stakeholder group, thereby
allowing for greater efficiency in focusing efforts to integrate each group’s expectations within
management.
3. To facilitate the mainstream engagement of the Group’s different areas in the execution of action
plans reinforcing corporate responsibility and reputation.
As noted in the CRR, BBVA has a model for measuring and managing reputation that is closely linked
to the management of responsibility and geared towards the creation of value for the Group, being directly
supervised by the CRR department.
The main tool this model uses goes by the name of RepTrak, which saw the light in 2005 as a result of
the joint work undertaken between the Corporate Reputation Forum (fRC) (of which BBVA is a founding
member) and the Reputation Institute, and has become an international benchmark standard.
RepTrak measures reputation as an index that includes the perception, estimation, admiration and trust
of stakeholders regarding business organisations. The model breaks this index down into a series of specific
attributes, grouping them into seven dimensions (products/services, workplace, citizenship, governance,
innovation, leadership and performance), whose analysis allows for the management and improvement of
general reputation as regards each stakeholder group.
9
STAKEHOLDER CONSULTATION PROCESS 2008
From September 2007 to January 2008 the BBVA Group, in partnership with
Responsables Consulting, S.L., conducted the third edition of the Stakeholder
Consultation Process, which the company had previously held on an annual basis
and which has involved both the principles contained in the October 2006 version of the G3 Guidelines of
the Global Reporting Initiative (GRI) Sustainability Reporting Framework and the content of the AA1000
Assurance Standard of AccountAbility.
Since 2005, these consultation processes have been used to constantly improve the quality of the
information contained in the company’s annual reports, and the group has looked upon them as part of a
discussion process that has singled out those matters deemed to be of interest by stakeholders as regards the
company and how these were being addressed in its operating countries.
Furthermore, the consultation held between September 2007 and January 2008 involved the greatest
effort made up to that moment in terms of the geographical scope of such processes within the heart of the
Group. It provided a series of results that have been used not only to draft more “material” and balanced
sustainability reports, but also to define a number of the strategic lines that are now part of BBVA Group
policies.
Matters of interest in the field of CR 2007-2008
Ranking of the issues considered as relevant in Spain
10
Ranking of the issues considered as relevant in Latin America
1. Instruments for ethical management
1. Community support
2. Fair treatment and protection of customers
2. Management, planning and monitoring of CRR strategies
3. Environmental management and policies
3. Impact on local development
4. Financial products that promote CR
4. Development of responsible human resources policies
5. Accessibility to financial products
5. Transparency in reporting
6. Management, planning and monitoring of CRR strategies
6. Fair treatment and protection of customers
7. Direct and indirect impact of financial activity
7. Accessibility to financial products
8. Community support
8. Environmental management and policies
9. Corporate governance system
9. Instruments for ethical management
10. Development of responsible human resources policies
10. Financial products that promote CR
Accordingly, the manner in which the specific consultations complement all the other permanent
channels of consultation and dialogue that BBVA maintains with stakeholders has meant a solid base has
been laid for determining the frequency of consultations of this nature over time.
However, 2008 has been especially turbulent. The economic situation prevailing throughout most of the
year has also had a bearing on the stability of the sum of matters of interest identified in prior years,
especially on the order of priority given to the overall issues from the perspective of stakeholders.
For this reason, and although the last consultation was held in 2008, the BBVA group has deemed it
convenient to conduct a specific analysis in 2009 to assess the validity and relevance of those matters
singled out in prior years. This analysis was made in January and a panel of delegates was convened for the
purpose in representation of those business areas in direct contact with stakeholder demands, being joined
by members of the company's research department and two independent experts.
The methodological approach involved a workshop that was focused on and structured around those
matters of interest identified in previous consultations. The panel thus proceeded to review each issue
through an appraisal of the general socio-economic context and the implications for its validity and
relevance both in Europe and in the Americas, as well as the adjustments required in the BBVA group in
order to uphold the effectiveness of the matter if so required.
The meeting heard and discussed the diagnoses made by each one of the delegates, with this information
subsequently be processed. A draft of the minutes was sent to each participant to allow them to elaborate
upon or qualify the joint diagnosis.
The main results of this process are available in the chapter Stakeholder Engagement in ARCR08.
1
For further information, see previous CR reports, as well as the supplementary information to corporate responsibility report 2007.
11
CUSTOMER FOCUS
QUALITY, SATISFACTION AND CUSTOMER SERVICE
BANCOMER Q (MEXICO)
«Bancomer Q» is the quality programme of the retail network, Banking for High Net
Worth Individuals (HNWI ) and the Bancomer line and it aims at:
• Raising the quality of customer service, by means of a system of certification and
acknowledgement of the branch working teams which attain high standards of quality in a
continuous and permanent fashion, thus fostering quality culture and teamwork and generating the
enthusiasm and motivation of the workforce.
• Obtaining customer’s preference and recommendation, and building long-term relations.
• Having a customer Service that clearly differentiates BBVA Bancomer from its competitors.
Within the «Bancomer Q» programme there is a branch progress track, while results, permanence and
the improvement achieved in the indicators considered under the programme are acknowledged with seals
of distinction and titles which are called Categories.
Below is a description of each of them:
1. “Q” Category is awarded to branches whose work is performed with quality, as proved by an
assessment of its indicators and acknowledged by its Customers.
2. “Blue” Category is awarded to branches in Category Q which have kept their indicators at optimum
levels for 3 months.
3. “Silver” Category is awarded to branches which have been in the “Blue” Category for 6 months or
more and have striven to raise the level of qualification of their indicators.
4. “Gold” Category is awarded to branches with excellent results in customer service and which have
maintained their “Silver” Category for 6 months.
The success of the «Bancomer Q» programme depends to a large extent on the impetus from the
management chain. We currently therefore have branches certified to different categories.
CUSTOMER OMBUDSMAN: SPAIN AND MEXICO
SPAIN
12
The customer Ombudsman is a key figure for BBVA in its commitment to continuous improvement and
customer satisfaction. Its function as an independent figure is to defend and protect interests when they are
thought to have been harmed by some corporate action.
The yearly reports presented by the customer Ombudsman to the organization’s board of directors, and
which are subsequently distributed to the Group’s senior management, contain specific recommendations
for customer’s benefit, since measures that contribute to improving the transparency of the contracts and
transactions entered into are always suggested.
Among the different actions carried out by the Group as a result of suggestions put forward by the
Ombudsman during 2008, the following are worth mentioning:
• Considerable effort was made during 2008 at the Ombudsman’s office to maintain and even improve the
rapidity and quality of response to the BBVA Group’s customers. In this respect, and despite the increase
in the number of complaints last year yet again, over 14%, the average amount of time was still a little
over ten calendar days.
• With respect to BBVA Seguros, S.A., at the Ombudsman’s suggestion, a new life annuities policy has been
introduced with clearer and more exact clauses, thus contributing to greater protection for customers.
• The Ombudsman likewise transmitted suggestions for the improvement of the Group’s complaints management
system to the corresponding departments, aimed at an improved and satisfactory customer service.
Last of all, meetings and contacts are regularly held with the Bank of Spain’s Complaints Service, with
that of the Spanish Securities and Investment Board (CNMV) and that of the Directorate General for
Insurance, with a common aim to unifying criteria and favouring the defence and security of customers.
Average number of days in settling a complaint: customer
Ombudsman
2008
2007
2006
10
10
11
Scope: BBVA Spain.
Customer Ombudsman: Breakdown of briefs according to outcome
2008
2007
2006
2,187
1,780
1,441
109
74
45
2,022
1,670
1,352
1,055
830
493
Rejected
804
658
651
Formal resolution (in favour of the claimant)
159
168
196
4
14
12
56
36
44
Total submitted
Rejected for statutory reasons
Concluded
Amicable solution
Failure to reply (request for further documentation)
Pending resolution at 31/12/08
MEXICO
In the current domestic financial scenario and taking into account the concerns of the market and those
of legislators, BBVA Bancomer has promoted the figure of the UNE Bancomer (Specialist Unit), which acts
as customer ombudsman while upholding the strategic focus on continuous improvement and the
strengthening of relations with customers and the authorities.
On the basis of this national context, the UNE has created a close link with the National Commission
for the Protection and Defence of the Users of Financial Services (CONDUSEF), the regulatory authority in
relations between customers and financial institutions, which is in charge of promoting financial education
among the general public, seeking a fair and equitable relation between customers and financial institutions
and developing products and tools which provide support, advice and guidance for users of financial
services.
The UNE Bancomer seeks equity and transparency in the service to customers which, for some reason or
controversy with the institutions and due to the characteristics of the particular matter, needs to be settled
by a figure of the Group that is capable of providing a solution for the disagreement in question in an
impartial, transparent and clear fashion.
The UNE is an independent figure with its own capacity to rule and whose decisions are binding on
business units; it sees to complaints and claims by customers and contributes to continuous improvement by
pinpointing the origin of the complaints and collaborating to find a solution to the same, adding value to
relations with customers with an aim to minimizing any risk to the institution’s reputation in society.
Scope: BBVA Spain.
13
ISO 9001:2000
CERTIFICATIONS
ISO 9001:2000 Certifications
2008
2007
2006
11
14
17
Argentina
7
14
21
Mexico
9
10
7
Rest of the world
5
8
8
32
46
53
Spain
(1)
TOTAL
(1) The main reason for this reduction is that most of the certifications corresponded to Consolidar Salud (sold recently by the
Group) and Consolidar AFJP (the new legal framework for retirement plans removed these companies).
Scope: BBVA Group (excl. BBVA Compass).
SECURITY, CUSTOMER PROTECTION AND BUSINESS CONTINUITY
PHISHING: ISSUES AND MEASURES TAKEN
14
The expansion of the Internet as a means of communication and work has transferred the problems of
the real world to the virtual world. The new channels offer numerous advantages but also some challenges,
specifically, cases of phishing and Trojan horses indiscriminately directed at the customers of many banks,
which, in the end, is a cause for fraud for citizens at large.
The unit for the Prevention of Technological Crimes within the Computer and Network Security
Division has taken concrete measures to address these new challenges, among which are:
• a 24 x 7 telematic monitoring service run by 20 people with an isolated monitoring and supervision
room, its own laboratory operated by specialists in anti-malware (any program, document or message
liable to cause harm to the users of computer systems) who carry out the analysis and monitoring of
criminal activity on the Internet. Leading technology and open-code systems are used for managing
security events.
• The promotion of the formalization and publication of methods and the development of an open code
as part of the Computer and Network Security Innovation Plan of Technology & Operations, which
facilitates the prevention of technological crimes.
In addition, the BBVA anti-malware laboratory carries out advanced forensic analysis of the customer’s
PCs which have been subjected to fraud attempts, and ensures that the malware samples are sent to
antivirus producers so that they can be detected in later antivirus versions; in some cases, when the malware
code and behaviour is analysed, the users affected can be identified and further fraud prevented.
The exchange of samples of bank malware (any program, document or message liable to cause harm to
the users of computer systems) and other types of security alerts are valuable means for the improvement
not only of customer’s security but also that of the rest of the citizens.
Furthermore, BBVA is a member of the Information Security Forum (ISF), one of the most prestigious
forums in the world in matters of computer security. BBVA also actively participates in the security group of
the Inter-Bank Cooperation Centre (CCI) and in the IT Fraud Working Group of the European Banking
Federation. It likewise cooperates with the INTECO-CERT (Computer Emergency Response Team of the
Institute of Communication Technologies, the Spanish CERT for citizens and SMEs, as well as with other
CERTs in Mexico and South America.
Accumulated experience has led the BBVA Group to develop and implement its own systems to detect
phishing websites, which are deployed throughout the Group and help detect and shut down over 80% of
the false sites before the fraudulent emails are actually sent. The same systems permit the detection of
anomalies in connections to Remote Banking services due to specific malware, and proactively alert
customers of the security problem in their PCs and warn them that they are victims of computer-related
crime.
Last of all, this improved protection leads to greater security for the telematic transactions of the
customers of the BBVA Group and of other banks and services throughout the world. In this way, when
working to protect customer’s electronic transactions the Technological Crime Prevention unit and
Computer & Network Security Division are also, «working for a better future for people».
MULTI-CHANNEL BANKING
DISTRIBUTION OF BBVA’S ATM SERVICE
The following are details of how the network of ATMs or self-service machines is distributed in the
different operating countries. In 2008, these machines recorded 25.70% of the transactions carried out in
the entire Group.
2008
2007
2006
Spain
6,712
7,145
7,353
Mexico
5,815
5,245
4,838
Argentina
1,316
1,267
1,193
Colombia
805
749
772
Chile
375
207
188
United States
828
889
–
24
16
16
Panama
26
12
10
Peru
500
458
356
Portugal
109
113
110
Puerto Rico
70
68
60
Uruguay
23
9
9
1,001
955
936
17,604
17,133
15,841
Paraguay
Venezuela
TOTAL
Scope: BBVA Group.
Number of ATMs, by country
15
FINANCIAL INCLUSION
BANKING PENETRATION PLAN FOR LATIN AMERICA
SOUTH AMERICA
The following are a number of other specific examples within this plan:
• Agente Express (BBVA Banco Continental, Peru), a model of correspondent tellers that can be used for
making cash deposits and withdrawals, credit card and invoice payments, as well as for ordering
transfers and checking accounts. In turn, Agente Express Plus complements the specific services of
Agente Express by catering for the payment of loans and the purchase of pre-paid phone cards. At yearend 2008 there are 518 Agente Express and 40 Plus.
• Cuenta Básica (BBVA Banco Francés), a basic account designed for private individuals with no prior
banking experience.
• Préstamoexpress (BBVA Panamá): a loan centre designed to extend banking penetration amongst those
customers from lower-income groups with a view to streamlining the lending process and reducing
response times.
«Non- Banking Correspondents», a new form of banking usage in Colombia
16
In those countries in the region in which levels of banking usage, or bancarisation, are still very low, and especially in those
areas and villages that are beyond the reach of its branch network, BBVA is present through the figure of «Non-banking
Correspondents», an efficient way of providing banking services to all segments of the population.
For users, the «Non-banking Correspondent» is a way of drawing them closer to the bank, removing surcharges in financial
operations, reducing travel times and, in short, facilitating their access to the financial system.
The business or retail outlet that acts as Correspondent is paid a commission by BBVA for each transaction made and,
furthermore, it attracts a greater number of customers onto its premises. These agents enable BBVA to extend its presence and
free up its branch offices.
These service points have a positive impact on the quality of life for a part of the population that, given its remoteness and the
scant offer available, did not use financial services, and they contribute to the economic progress and development of local
communities. It is precisely for these reasons that BBVA intends to continue expanding its network of «Non-Banking
Correspondents».
Accordingly, new points came into service in 2008, bringing the total at the year-end to 50 Correspondents, with their
operations being framed within the governmental programme for banking opportunities «Banca de las Oportunidades».
Many of the points that began operating in 2008 are part of strategic alliances forged between BBVA Colombia and entities
such as the energy utility Empresa de Energía del Quindío, the telephone company Lessa Ltda. and the hypermarket chain
Olímpica.
There has been a significant increase in the volume of transactions undertaken through these agents, with withdrawals and
deposits involving current and savings accounts being the most widely used services, followed by credit card payments and loan
repayments. The feedback on the use of these services is extremely positive, as between January and December last year the
«Non-Banking Correspondents» network recorded transactions amounting to 33,243 billion pesos in the form of 117,118
operations.
The points that have recorded the highest turnover are those located in the towns of Chinú and San Andrés de Sotavento in
Córdoba, Barrancabermeja in Santander and Necoclí in Antioquia.
RESPONSIBLE FINANCE
LARGE COMPANIES AND PROJECT FINANCE
Breakdown of projects analysed according
to the Equator Principles, by type of product
Conveyance of
credit rights
2%
Syndicated loans
2%
Bridging Loans
5%
Advisory
services
7%
Project finance
84%
Scope: BBVA Group
BBVA Banco Continental is a pioneer in the Peruvian market through the drafting of a social and environmental risk management policy,
as well as through the development of a social and environmental risk management system as the main tool for its implementation.
The Bank has extended the expertise and best practices in environmental issues related to its operations, as well as capitalising
on the opportunities presented by new emerging environmental markets, with the incentive being an environmental credit line
received from the International Finance Corporation (BBVA Banco Continental is the only bank in Latin America to have been
granted a finance line of this nature by the IFC, for US$ 30m). In March 2007 it created the Environmental Risk Management
Sub-unit, within the CBB Credit Risk Unit in the Risk Area; likewise, in May 2007 it approved its Environmental Risk Management
Policy. Since then it has developed a series of measures and procedures for identifying, assessing and managing the social and
environmental risks of the investment projects it finances.
One of the measures our bank has introduced is the inclusion of environmental commitment clauses in all business loan
agreements, and the process is now under way in the drafting of financial leasing contracts. In turn, these clauses have also been
applied to our approved suppliers.
The Handbook on Social and Environmental Risk Management was issued in 2008. It covers both Environmental Risk Policy and
the procedure and methodology for assessing Environmental Risk. In addition, the Green Portfolio Handbook was drafted with a
detailed explanation of both its content and of the procedure to be followed for including an operation within this portfolio that
promotes the financing of environmentally-friendly projects.
One important aspect of the Social and Environmental Risk Management System is the plan for internal coaching and awareness
involving both risk analysts and the heads and managers of the branch network. A total of 284 people have taken part in this
scheme in 2008, with an overall figure of 407 hours/person.
In addition, over the past two years bank staff have been involved in the workshop “Environmental Management for the Financial
Sector” organised by the Inter-American Investment Corporation (IIC-IDB), and we have also taken part in e-learning
programmes on Environmental & Social Risk Analysis (ESRA) and on Eco-efficiency, both sponsored by the UNEP FI in partnership
with INCAE and INWENT.
BUSINESS OPPORTUNITIES IN PERU
At BBVA Banco Continental we are aware that just as social and environmental impacts can have a bearing on the risk profile
and profitability of projects and companies, they also create a series of opportunities for new businesses in those segments
involved in new emerging environmental markets.
Our bank fosters the development of the Green Portfolio, which comprises those operations that are environmentally-friendly. In
2008, the Bank has managed this portfolio with funds from the environmental credit line provided by IFC, as well as with its own
resources, whereby it has drawn up a procedure that allows quantifying the environmental benefits each product provides,
mainly in the reduction of CO2 (carbon dioxide), one of the main greenhouse gases.
In 2008, the Bank’s Green Portfolio amounted to $86.8m. We have financed $78m in the corporate segment, for projects in
energy efficiency, renewables (hydroelectric) and the changeover to natural gas, which will mean a reduction of 496,000 tonnes
of CO2 emissions per year. In addition, we have financed $8.8m in the consumer segment, through the financing of vehicles
powered by natural gas within the programme Mi Taxi, a product that targets the base of the pyramid and which contributes to
the national goal of overhauling the country’s energy matrix. Mi Taxi lending has risen sharply over the past year, from 69 to 818
loans, making our bank a market leader.
Peru, pioneers in risk management thanks to the Environmental Risk Management Unit
17
INTERNAL AUDITING ACTIVITIES
18
The Internal Audit function in the BBVA Group –in accordance with Basel Committee guidelines– is
viewed as an ongoing, independent, impartial and objective process of consultation and assessment of the
organisation’s internal control systems and risk management, with the purpose being to add value, improve
the effectiveness and efficiency of operating processes and support the Group in the achievement of its
goals. It reports to the Chairman’s office and is subject to the control and supervision of the board of
director’s Audit and Compliance committee, thereby reinforcing the ethical commitment embraced in the
Corporate Governance System.
The following are the main projects undertaken in 2008:
• The development of Risk Assessment methodology, as the process for identifying, evaluating and
prioritising the main business risks, with new criteria for the selection of units to be audited, with the
aim being to achieve more efficient and uniform hedging and increase the contribution of value to the
Group.
• As part of the integration within the perimeter of Internal Audit of business and technological macroprocesses, a boost has been given to the mainstream work involved in the auditing of the branch
network; there has been an increase in the scope of the review of the markets area, and a balance has
been struck within the sphere of systems audits between the efforts devoted to assessing the
technological side of business macro-processes and purely technological macro-processes (Security and
Infrastructures).
• Design of a new methodology for the drafting of the work schedule, which upholds and follows the
structure of macro-processes.
• Undertaking of comprehensive work on fraud analysis within the Group as a whole, with submission of
a proposal to management for a global and uniform approach to be taken at Group level regarding the
management of anti-fraud policies.
• Extension to South America, Mexico and the USA of the Professional Career Plan, which has already
been introduced in Corporate Internal Audit. In connection with this, consolidation has also been made
of the Training Plan in Spain and its roll-out has begun in Latin America, with the purpose being to
improve the quality and efficiency of the services the Internal Audit department renders to the
Organisation.
• Integration of Internal Audit at BBVA Compass (USA) within the corporate fabric, both in terms of its
organisational structure and in the application of its work methods. Likewise, the process is under way
for implementing corporate working tools.
• Progress has continued to be made in 2008 in the technological support for the department and in the
development and implementation of new software tools for the pursuit of accounting and compliance.
The most significant developments made this year have been:
• Implementation of the Knowledge Management Project, with the provision of work areas and dynamics
that facilitate the sharing of experiences and knowledge between Group auditors.
• Consolidation of Datamart for the automatic generation of the department’s management data,
including the information for Audigestión and Módulo de Seguimiento de Recomendaciones
(Recommendations Monitoring Module).
• Design and implementation of an annual planning tool, which encompasses from Risk Assessment
through to the final drafting of the Annual Plan, facilitating its subsequent monitoring.
Internal auditing activities
2007
2008
Spain and
Portugal
Mexico
USA
South America
255
324
798
49
468
37
327
161
38
14
387
14,765
0
15,685
4,456
15,945
-
12,979
1,758
407
843
3,877
1,994
230
783
3,713
43
27
47
137
36
62
25
125
Spain and
Portugal
Mexico
USA
On-site branch audits
311
374
114
Other branch work (anti-fraud,
mainstream, etc.)
262
54
Remote audits: red flags for
the prevention of fraud and
internal control
4,718
Audits of financial information
and global businesses
(1)
Systems audits
South America
(1) The noticeable reduction in the number of on-site branch audits in Mexico is due to the significant increase in mainstream work, with each instance of this affecting numerous branches
and involving a considerable volume of resources.
Scope: BBVA Group.
19
RESPONSIBLE PRODUCTS AND SERVICES
OTHER INNOVATIVE PRODUCTS AND SERVICES
Innovation is one of the three pillars of BBVA’s business strategy. Innovation is understood as offering
solutions to customers and society in general, in accordance with their needs.
The following are some of the innovations in products and services in 2008:
• Tú cuentas (You matter) (www.bbvatucuentas.com): a tool for individuals to help them manage their
personal finances, offering customised suggestions through advanced techniques of artificial intelligence.
The new tool developed in collaboration with Strands, Inc. is to be gradually offered to the 4.6 million
users of BBVA’s internet banking through the Group’s online banking services.
• Actibva (www.actibva.com): is a virtual meeting place, a community whose objective is to put financial
information within reach of all users. The aim is to improve social relations among all those interested
in the economy and savings. Through the Web 2.0 Platform, BBVA seeks to provide a space to all those
interested in the world of finance, not only from the point of view of the markets and large operations,
but also in relation to more personal and day-to-day finance. Since it was launched in April 2008, it has
received 316,591 visits and 214,284 single users have entered.
• Empresas en red (Business online) programme: aimed at increasing the productivity of Spanish SMEs
through ICTs. The programme entails a variety of measures: horizontal measures carried out throughout
the country (NEW and on Business online Conferences): others of a sectoral nature which will be
developed together with regional governments; and, last of all, actions aimed at promoting ICT
equipment solutions. BBVA collaborates with this programme in different ways: advisory services,
dissemination of events, synergies, internet visibility, financial aid, etc.
Furthermore, support has been given to diverse business initiatives in favour of innovation, among
others, ESADE/Creapolis (www.esadecreapolis.com), INNOBASQUE (Basque Innovation Agency)
(www.innobasque.com) and BBVA’s incorporation into La Salle Innovation Park as founding member.
20
RESPONSIBLE MANAGEMENT OF HUMAN
RESOURCES
Below is a series of tables containing detailed information on the different aspects that are considered of
importance for the management of human resources.
EMPLOYEES’ PROFILE
Average length of service of workforce
Employees by professional category
(Percentage)
2008
2007
Steering Committee
and Corporate Managers
0.30
0.30
0.33
Executive managers
1.50
1.46
1.69
Middle Management
9.42
7.33
6.40
Specialists
19.45
22.19
21.49
Sales forces
33.50
32.40
36.52
Rank & file
35.80
36.32
33.56
(Years)
2006
2008
2007
2006
Spain
16.80
17.07
17.53
Mexico
8.40
7.10
8.90
Rest of the Americas
7.90
9.50
9.60
Group average
10.7
11.15
12.30
Scope: BBVA Group.
Scope: BBVA Group.
EVALUATION, PROFESSIONAL DEVELOPMENT AND REWARD
Variable compensation based on the organisation’s performance and on individual
performance (Percentage)
2007
2008
2006
Corporate
performance
Individual
performance
Corporate
performance
Individual
performance
Corporate
performance
Individual
performance
Executive level
23,00
77,00
23,00
77,00
37,00
63,00
Middle management
19,86
80,14
14,70
82,30
37,00
63,00
First-line management
0,00
100,00
0,00
100,00
27,00
73,00
Specialists
0,00
100,00
0,00
100,00
27,00
73,00
Other employees
0,00
100,00
0,00
100,00
25,00
75,00
Variable compensation according to
professional level (Percentage)
2008
2007
Steering Committee
and corporate managers
48.6
49.5
46.0
Executive management
47.9
40.4
39.0
25.03
21.8
19.0
7.98
6.6
6.0
Team heads and
technicians
Offices and general
services staff and others
2006
(1) Compensation based on evaluation, in respect of total remuneration. Excluding
pension plans and social welfare benefits.
Scope: BBVA Spain.
Scope: BBVA Spain.
21
TRAINING AND KNOWLEDGE MANAGEMENT
Hours of training per employee broken down by channel and subject (Percentage)
2008
2007
2006
CHANNELS
Classroom training
65
64
66
Remote training
10
15
20
Training via e-learning
25
21
14
Customer service
77
65
68
Skills
SUBJECTS
14
17
17
Languages
5
10
10
Technology
4
8
5
Scope: BBVA Group.
NON-DISCRIMINATION, EQUAL OPPORTUNITIES AND RECONCILING WORK AND PERSONAL LIFE
Women in managerial positions with children in their care (Percentage)
2008
2007
Steering Committee and Corporate managers
96
92
Executive managers
54
54
100
100
58
57
100
40
86
71
93
89
Executive managers
58
47
Spain
Mexico
Executive managers
Rest of the Americas
Executive managers
Group average
22
Scope: BBVA Group.
INTERNAL COMMUNICATION
Queries processed by the SAE
2008
2007
2006
87,386
89,986
79,968
18,927
3,687
15,136
9,370
118,117
91,073
105,122
89,338
6.85
6.86
Spain
Mexico
By telephone
98,191
By email
TOTAL
6.81
Evaluation of SAE service (active employees)
–
Scope: Spain and Mexico.
FREEDOM OF ASSOCIATION: TRADE UNION REPRESENTATION AND SETTLING OF CONFLICTS
Disciplinary files
Disciplinary warnings
Stays on proceedings
Sanctions
of which: discharges
TOTAL
2008
2007
2006
120
94
90
8
8
7
178
136
115
89
78
66
306
238
212
Scope: BBVA Spain.
23
RESPONSIBLE PROCUREMENT
MANAGEMENT AND PROCUREMENT TOOLS
There follows a summary of the main indicators related to online procurement activity.
Online procurement
2007
2006
5,649
6,308
3,766
30,171
28,888
29,085
110,125
125,081
120,524
2008
(1)
Number of electronic negotiations
Number of electronic orders(2)
Number of items requested from electronic catalogue(2)
(1) Scope: BBVA Group.
(2) Scope: BBVA Spain.
24
ENVIRONMENTAL MANAGEMENT AND CLIMATE
CHANGE
New Group buildings to bid for leed certification
BBVA is building four new headquarters in countries in which it already operates. The premises combine the finest construction
techniques and technology with maximum environmental performance. The new buildings are all bidding for LEED certification,
an initiative that forms part of the Global Eco-efficiency Plan (2008-2012).
The LEED (Leadership in Energy & Environmental Design) Green Building Rating System™ is a voluntary, consensus-based
American standard to certify successful green building design, construction and operations. It is sponsored by the USGBC
(United States Green Building Council¸ www.usgbc.org ).
There are four levels of certification: certified, silver, gold and platinum.
Certification requires additional costs, which vary depending on the certification level targeted, but also leads to savings in
costs, consumption of natural resources and waste generation. The higher the degree of certification pursued, the greater the
savings.
The BBVA offices in Asunción (Paraguay) are currently being built to LEED silver certification specifications.
Contracts have also been awarded for:
Construction of the new corporate headquarters in Madrid to LEED gold certification specifications (the Arte project).
Construction of the new BBVA university in La Moraleja in Madrid to LEED silver certification specifications.
Construction of the new corporate head offices in Mexico DF to LEED gold certification specifications (the Aurora project).
DIRECT IMPACT: GLOBAL ECO-EFFICIENCY PLAN 2008-2012
MONITORING THE GROUP’S ENVIRONMENTAL FOOTPRINT
The tables gives itemised figures for South America and Portugal, showing indirect energy broken down
by areas and paper consumption for the entire Group, broken down by type:
Energy consumption (MWh)
Total
energy
Electricity
2007
Other
fossil
fuels
Total
Per
employee
Total
13.89
88,709
15.24
37,516
6.16
39,486
1,607
34,899
6.18
3.94
832
22,698
11,203
2.10
n.a.
5,155
5.51
50
13,085
14.38
Panama
2,442
Paraguay
Uruguay
Total
energy
Total
Per
employee
Total
704
89,413
15.4
91,500
15.9
201
91,701
16.0
6.62
41
39,527
6.62
40,898
6.38
42
40,940
6.39
32,100
4.29
2,011
34,111
4.56
29,975
4.15
1,401
31,376
4.35
4.09
18,456
3.79
457
18,913
3.88
18,661
4.45
n.a.
18,661
4.45
11,203
2.10
10,626
2.40
n.a.
10,626
2.40
11,644
2.86
n.a.
11,644
2.86
5,205
5.56
6,059
6.55
101
6,160
6.66
2,569
2.70
131
2,701
2.83
362
13,447
14.78
13,016
13.03
501
13,517
13.5
12,280
11.8
396
12,676
12.1
7.83
24
2,466
7.90
2,230
7.82
22
2,252
7.90
2,277
8.56
21
2,297
8.64
1,142
5.39
574
1,716
8.10
1,011
7.27
546
1,557
11.2
90
0.83
300
390
3.61
1,021
5.97
3
1,024
5.99
1,204
7.62
3
1,206
7.64
n.a.
n.a.
n.a.
n.a.
n.a.
Per
employee
Total
Venezuela
86,882
13.80
584
87,466
Colombia
37,439
6.14
78
Argentina
33,292
5.89
Peru
21,866
Chile
Puerto Rico
Electricity
Per
Total employee
Total
Portugal
Total
energy
2006
Other
fossil
fuels
Per
Total employee
n.a.: information not available.
Scope: headquarters and branch offices of the Bank in countries listed in the table.
Per
Total employee
Electricity
2008
Other
fossil
fuels
25
Indirect energy consumed by primary sources (MWh)
2008
2007
2006
Coal
629,679
395,665
393,737
Natural gas
319,713
287,228
193,000
Oil products
474,020
465,406
892,951
0
0
208
5,377
1,353
5,064
Solar
0
0
0
Wind
4,246
1,120
4,167
Geothermal
80,055
21,932
79,167
Hydroelectric
261,501
68,960
144,372
Nuclear
436,882
89,347
329,544
Fossil fuels
Crude oil
Renewables and other sources.
Biomass
Indirect energy calculated using the GRI’s 2002 “Energy Balance Sheet, Energy Protocol 2002".
1MWh = 3.6 GJ
Water consumption (cu. m)
2008
Total
Total
Per
employee
329,884
52.4
244,638
42.0
248,600
43.2
Colombia
182,957
30.0
182,273
30.5
168,695
26.3
Argentina
123,881
21.9
116,286
15.5
125,232
17.4
Peru
121,974
22.0
123,506
25.3
134,625
32.1
Chile
107,339
20.2
72,300
16.3
129,760
31.9
9,375
10.0
9,180
9.9
n.a.
n.a.
37,168
40.8
40,076
40.1
48,101
46.1
Panama
5,611
18.0
4,608
16.2
1,080
4.06
Paraguay
6,805
32.1
4,365
31.4
2,127
19.7
Uruguay
3,467
20.3
4,718
29.9
n.a.
n.a.
Puerto Rico
Total
2006
Per
employee
Venezuela
Portugal
26
2007
Per
employee
Paper consumed by type
Paper consumption (t)
2008
Per
Total employee
2007
Per
Total employee
2006
Per
Total employee
Venezuela
209
0.0332
313
0.0538
283
0.0492
Colombia
131
0.0215
129
0.0217
272
0.0425
Argentina
425
0.0753
372
0.0497
303
0.0420
Peru
314
0.0565
249
0.0510
201
0.0480
Chile
243
0.0456
209
0.0472
167
0.0411
Portugal
73
0.0775
83
0.0900
74
0.0773
Puerto Rico
76
0.0841
73
0.0731
39
0.0370
113
0.362
68
0.0239
63
0.235
Paraguay
9
0.0425
7
0.0516
n.a.
n.a.
Uruguay
18
0.105
15
0.0947
74
0.488
FSC
40%
White
48%
ECF
3%
Recycled
11%
FSC: Certificate awarded by the Forest Stewardship Council, verifying that the
resources used come from responsibly- managed forests, and that the
paper is traceable throughout the process.
ECF: Certification verifying that no elemental chlorine has been used in making
the paper.
Scope: BBVA Group (offices and banks in the Group).
Panama
CO2 Emissions (t)
Total
Electricity
de energía
Per
Per
Total employee Total employee
2007
Other
fossil
fuels Travel
Total
energy
Per
Total employee
Electricity
Per
Total employee
2006
Other
fossil
fuels Travel
Total
energy
Per
Total employee
Venezuela
20,655
3.28
156
931
19,568
3.11
22,571
3.88
188
649
21,734
3.73
n.a.
n.a.
54
n.a.
22,418
3.90
Colombia
7,292
1.20
21
1,162
6,110
1.00
6,041
1.01
11
1,253
4,778
0.80
n.a.
n.a.
11
n.a.
4,949
0.772
Argentina
12,125
2.15
334
1,588
10,202
1.81
12,464
1.67
420
1,869
10,176
1.36
n.a.
n.a.
293
n.a.
9,502
1.32
Peru
5,692
1.03
223
1,144
4,326
0.78
12,164
2.50
122
1,263
10,778
2.21
n.a.
n.a.
n.a.
n.a.
10,898
2.60
Chile
5,227
0.98
n.a.
1,222
4,005
0.75
5,083
1.15
n.a.
1,459
3,623
0.82
n.a.
n.a.
n.a.
n.a.
3,971
0.976
Portugal
3,041
3.25
13
459
2,568
2.74
4,129
4.46
267
612
3,490
3.77
n.a.
n.a.
35
n.a.
1,161
1.22
Puerto Rico
8,342
9.17
97
748
7,497
8.24
7,962
7.97
134
227
7,601
7.61
n.a.
n.a.
106
n.a.
7,172
6.87
Panama
682
2.19
6
n.a.
676
2.17
734
2.58
6
135
593
2.08
n.a.
n.a.
6
n.a.
606
2.28
Paraguay
745
3.52
153
n.a.
592
2.79
736
5.30
146
n.a.
590
4.25
n.a.
n.a.
80
n.a.
53
0.486
Uruguay
196
1.14
1
90
105
0.61
244
1.55
1
63
181
1.14
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a. : information not available.
Electricity
Per
Total employee
2008
Other
fossil
fuels Travel
27
GREEN IT IN BBVA
BBVA is conscious of the large amount of energy used in different areas of technology. The Technology &
Operations area has implemented best practice guidelines to maximise eco-efficiency. Key initiatives under
the Global Eco-efficiency Plan (2008-2012) include:
1. Separation and recycling of IT equipment and donation to local or global NGOs
2. Reduction in paper consumption per employee
3. Greater use of videoconferences, telepresence, VoIP, telephony, etc. with subsequent reduction in travel.
4. Virtualization of the infrastructure through:
a. Consolidation of servers by an average ratio of 5:1
b. New infrastructures in host computers, leading to a saving of 34.84 MWh in 2008, with 12.1 t of CO 2
emissions avoided.
CLIMATE CHANGE: RISK AND OPPORTUNITY
OFFSETTING OF GREENHOUSE GAS EMISSIONS ASSOCIATED WITH PUBLICATION OF
THE BBVA 2008 ANNUAL REPORTS
28
As part of its commitment to combat climate change and its drive for accountability in this area, BBVA
has launched a series of measures to minimise the CO2 emissions associated with publication of its
annual reports. The Group has also gone further, offsetting any emissions associated with unavoidable
publication of the BBVA Group's Annual Corporate Responsibility Report and Financial Report for
2008.
The measures taken include using only FSC paper. FSC certification accredits that the paper used
comes from sustainably managed forests, employing practices that combat deforestation with trees
that absorb optimum quantities of CO2. Where possible, the reports are distributed in electronic
format, with the smallest possible number of print copies. This has helped reduce CO2
emissions.
In addition, BBVA has decided to offset the 26.345 tonnes of CO2 associated with the print run of the
annual reports through the "Organic Composting for Fair Trade
in Mexico" project, which forms part of the Cero CO2 climate
custody initiative. The project helps reduce emissions of
methane, a gas with a greenhouse potential 21 times greater
than CO2, by creating organic compost from arable and
livestock waste, municipal organic waste, seaweed and aquatic
plants from the eutrophication of a local lake. The compost is
used to enrich soils in the area, thus preventing the need for
chemical fertilisers and reducing costs for farmers. The project
forms part of a fair trade programme, and contributes to the
development of the local economy by creating 14 direct jobs,
and 60 indirect ones in Chapalla, Patzcuaro and Uruapan (Mexico).
This initiative not only demonstrates BBVA’s desire to combat climate change by
offsetting the emissions resulting from publication of its reports, but also reflects its
commitment to fighting poverty, since the project will help improve the living
conditions of people from developing countries, who stand to suffer most from the
consequences of global warming.
In 2008 BBVA Asset Management launched a campaign to reduce paper consumption in
collaboration with the Apadrina un Árbol (Sponsor a Tree) Foundation
In 2008 BBVA Asset Management launched a campaign to reduce paper consumption in collaboration with the Apadrina un
Árbol (Sponsor a Tree) Foundation (www.fundacionapadrinaunarbol.org) which is committed to the environmental recovery of the
area of Alto Tajo in Guadalajara, devastated by forest fires in July 2005.
Customers are offered the option of relinquishing their right to receive hard copies of the management reports of their mutual
funds, and instead check them online.
Under this initiative — which forms part of the Group's Global Eco-efficiency Plan — 2% of holders in over 36,000 mutual funds
had become involved by the end of the year, cutting the number of half-yearly reports sent out by 2.5%. Every customer signing
up to the initiative means absorption of 1.12 Kg. CO2 in 1 year, 5.6 Kg. CO2 in 5 years and 11.2 Kg. CO2 in 10 years.
Under the agreement, BBVA Asset Management has committed itself to making an initial economic contribution to sponsor a
group of trees. The Apadrina un Árbol Foundation will take charge of the extraordinary tasks involved in looking after the BBVA
Asset Management forest, as well as working on regenerating the area and developing research programmes, among other
activities.
The programme involves “sponsoring” trees, which means not only planting local forest species, but taking responsibility for their
care and upkeep over a period of 50 years.
29
COMMUNITY INVOLVEMENT
THE BBVA GROUP’S FOUNDATIONS
BBVA FOUNDATION (SPAIN)
The accompanying tables show the basic indicators of activity for the BBVA Foundation, together with
information about this Foundation’s Fronteras del Conocimiento (Frontiers of Knowledge) Awards.
BBVA Foundation: basic indicators of activity
2008
Number of collaborators
2007
2006
631
946
2,108
Number of research projects
77
141
184
Number of specialist meetings and seminars
34
39
31
Number of general lectures
30
24
56
Number of publications (including co-publications)
96
91
59
Number of people attending the different activities
6,015
6,693
8,985
819
819
819
Dissemination of published material (brochures, handbooks, etc.)
234,480
428,500
208,700
Number of user sessions on the website
125,908
171,708
164,699
Number of libraries receiving publications
Scope: Spain.
BBVA FOUNDATION FRONTERAS DEL CONOCIMIENTO (FRONTIERS OF KNOWLEDGE) AWARDS
The BBVA Foundation has received support from the Spanish Higher Council of Scientific Research (CSIC),
the most important public research institution in Spain and one with international presence and outreach,
in assessing the candidates and forming the panels of judges for these awards, thus assuring that objectivity,
independence and excellence criteria prevail during the selection process.
At the end of January 2009 the winners for the various categories were published, each assigned
€400,000 in prize money. The overall endowment came to €3.2m, a sum second only to the Nobel Prizes.
The list of winners of the 2008 edition of the BBVA Foundation’s Fronteras del Conocimiento wards is
as follows:
BBVA Foundation Fronteras del Conocimiento (Frontiers of Knowledge) Awards 2008
30
Category
Winner
Climate change
Wallace S. Broecker
Development cooperation
Laboratorio de Acción contra la Pobreza
"Abdul Latif Jameel" (J-PAL), del Massachusetts Institute of Technology (MIT).
Biomedicine
Joan Massagué i Solé
Arts
Steven Holl
Information and communication technology
Jacob Ziv
Economics, finance and business management
Jean Tirole
Ecology and conservation biology
Thomas E. Lovejoy y Willian F. Laurance (ex aequo)
Basic sciences (physics, chemistry, mathematics)
Peter Zoller e Ignacio Cirac (ex aequo)
For further information on the awards and their winners, please go to: www.fbbva.es and http://rrc.bbva.com.
SPAIN
Further information is provided concerning two outstanding activities, the Teacher Action Prize and the
cultural activities in Spain programme.
Called by the Fundación de Ayuda contra la Drogadicción (Foundation of Aid against Drug Addiction), the
Spanish UNESCO Committee and BBVA, the Premio a la Acción Magistral (Teacher Action Prize) aims to
publicise educational projects undertaken throughout the 2007/2008 school year in Preschool, Primary or
Special Education that specifically work on forging pro-social values among their pupils such as solidarity,
tolerance, gender equality, respect, etc., which contribute to pre-empting behaviours engendering social risk,
such as drug abuse, classroom violence or racism. Moreover, particular attention is paid to those initiatives
fostering interaction between schools and families.
The 2008 edition of the Teacher Action Prize attracted the participation of teachers and educational
centres which had carried out a project or educational experience over the 2007/2008 academic year in
Preschool and/or Primary Education, in the field of development of pupil’s personalities. The award consists
of a cash prize of €9,000 for the teacher or teachers writing up the project and €9,000 for the educational
centre where the project is undertaken. BBVA provides said sums.
The Teacher Action Prize, which reached its fourth edition in 2008, has received active backing from the
Spanish Ministry of Education, the Education Departments in all the autonomous communities and the two
Spanish autonomous cities, together with the most representative organisations in the educational
community (teacher’s trade unions, parent’s associations, etc.) which collaborate in publicising the initiative
and the processes for assessing the candidate projects.
Assessment Committees in the different autonomous communities are responsible for assessing the
projects received and selecting the finalists that go on to the national phase. The latter are analysed by the
National Assessment Committee, which is made up of representatives from teacher’s trade unions and
associations, from the confederations of parent’s associations, from the organising institutions and from the
High Inspectorate of the Spanish Ministry of Education and Science. Its choice of projects is passed on to
the Jury, which after a period of debate and reflection, issues its verdict. The prizes were awarded on 9th
October 2008 by H.M. the Queen of Spain, Honorary Chair of the Fundación de Ayuda contra la
Drogadicción, in the royal Zarzuela Palace.
Of the 216 candidatures submitted, 129 centres eventually competed for the Teacher Action Prize; 57
projects were incomplete and 30 were rejected because they did not comply with the rules.
The Panel of Judges for the Prize was made up of the following members:
Eva Almunia, Spanish Secretary of State for Education.
Carmen Maestro, Chair of the State School Council.
José Antonio Marina, philosopher and senior teacher.
Julio Iglesias de Ussel, former Secretary General of Education.
Álvaro Marchesi, Secretary General of the OIS
Antonio Nicolau, UNESCO Representative
Antonio Ballabriga, BBVA Corporate Social Responsibility Manager
Ignacio Calderón, Director General of the Fundación de Ayuda contra la Drogadicción.
THE WINNING PROJECT
Prevention of violence in all spheres and of failure at school, improvement of community living and
achieving a truly effective integration of their Preschool and Primary level pupils are the basic aims of the
project entitled, Apuesta por la transformación (Commitment to transformation), submitted by the CEIP
Andalucía state school, winner of the 2008 Teacher Action Prize.
To achieve these goals, at the beginning of the academic year the school proposed the organisation of a
variety of activities, which have now become part of everyday life in the school: radio workshops (which
THE TEACHER ACTION PRIZE
31
broadcast for all the surrounding neighbourhood), activities to do with the environment, science, theatre, art,
or music, with the participation of both pupils and their families. The staff of the CEIP Andalucía have
hence managed to transform their school into a “Learning Community”, as the authors of the project state,
for all the residents in the area (Polígono Sur, district of Las Tres Mil Viviendas in Seville), which features a
gypsy ethnic majority in a situation of social exclusion, a pronounced lack of public safety, illiteracy,
absenteeism, drug abuse and failure at school.
Particularly commendable is the creation of the “Dreams Committees”, a structure created for any
member of the school community (pupils, parents or teachers) to present his or her longings, so that all
together the community can collaborate in making these dreams come true.
SPECIAL MENTIONS
The panel of judges of the 2008 Teacher Action Prize awarded three special mentions.
The first of these went to the CP San Antonio de Portaceli in Sigüenza (Guadalajara - Spain) for a
project for the prevention of gender-based violence undertaken by four Preschool and Primary level
teachers. This educational experience aims to contribute to social inclusion both at school and in society.
The second mention was awarded to the CEIP La Ina in Jerez de la Frontera (Cádiz - Spain) for a
project to improve community living by personal development of six basic capacities: responsibility,
solidarity, self-esteem, identity, expression and observation.
The third mention went to CEIP General Izquierdo in San Martín de la Vega (Madrid - Spain) for a
project on education in values through the joint creation of a school opera. The families of the pupils (25%
migrants) collaborated in staging the opera and the whole school community and the residents in San
Martín de la Vega were invited to the performance.
PROGRAMME OF CULTURAL ACTIVITIES
32
The main lines of action in the cultural activities programme undertaken by BBVA over 2008 were:
• Organisation of a broad programme of exhibitions aimed at bringing the Spanish public into contact
with important national and international art collections. Particularly worthy of mention among the
exhibition projects BBVA itself organised was that devoted to Masterpieces from the Montserrat
Museum; and collaborations with the Prado Museum in the exhibition entitled, “Rembrandt: History
Painter”, with the Guggenheim Bilbao with the “Surreal Things” exhibition, and the Miró Foundation
in Barcelona with “American Modern”, a collection of works from the Corcoran Gallery of Art in
Washington.
• Support for the conservation of Spain’s historic and artistic heritage, thanks to which BBVA underlines
its commitment to improving the environment in which it undertakes its activity and to defending our
joint heritage, a symbol and witness of this country’s history. In 2008, restoration work began on the
paintings of the Staircase of the Convent of Las Descalzas Reales.
• Promotion of culture and musical creation, through collaboration schemes with benchmark institutions
such as the Albéniz Foundation and the Reina Sofía Higher School of Music, where BBVA sponsors the
Viola Chair or the Bilbao Association of Friends of the Opera (ABAO). Through the 13 concerts held
and the opera sponsored in Bilbao, broad spectrums of the public can have had access to music, and this
programme furthermore enables talented young musicians to be able to continue with an education of
excellence.
ECONOMIC RESEARCH DEPARTMENT
In 2008 the Economic Research Department stepped up its endeavours in disseminating its research and
broadened the topics of analysis, in order to respond, on the one hand, to the uncertainties laid down by
the financial crisis and, on the other, to BBVA’s increasingly thriving presence in areas of the United States
or Asia, true strategic points in the entity’s plans. Particular emphasis was placed on extending the depth of
research into emerging countries.
For this purpose, new publications were brought out to join the now traditional ERD productions, the
aim of which is to monitor and analyse areas like those previously mentioned in detail. Therefore 2008 saw
the launch of: “China Watch”, the Informe-País (Country-Report) series, which published monographs on
Brazil, Russia, Indonesia, the Philippines and Vietnam (in Spanish and English), “Texas Trends” and “US
Regional Watch” as well as a multitude of watchdogs and three new weekly observatories: “Commodity
Watch”, “Asia Weekly Report” and Observatorio Semanal América Latina (Latin America Weekly
Observatory), the latter two in Spanish and English.
More in-depth work was done on monitoring markets and financial systems, in order to identify the
relative strengths in the various markets and countries, which would enable the global financial turbulence
to be contended with. In particular, a detailed analysis was made of the financial systems in Latin American
countries in our new magazine “Financial System Latinwatch”. “Financial Observatories” have moreover
been launched dealing with various countries.
Likewise, a publication has been added to the Latin American Situación series: Situación Brasil, which
puts the spotlight on this market which is so important in Latin America. In view of the importance of the
real estate sector in the region, launches were made of Situación Inmobiliaria Argentina (Real Estate Watch
Argentina), Situación Inmobiliaria Perú, and Situación Inmobiliaria Colombia in order to keep a close eye
on the trends there.
The web page has enlarged its sections to accommodate the aforementioned publications, in order to
foster greater dissemination and it includes both the Spanish and English versions of all of them, to make
them more accessible to non-Spanish speakers.
One of this year’s milestones was the increase in relations between BBVA and Universities, a task in
which the Economic Research Department has played an active role. Therefore, beside the Southern Spain
regional head office, the ERD signed a collaboration agreement with the Pablo de Olavide University to
broaden knowledge of the social and economic situation in Andalusia in macroeconomic and sector terms,
giving rise to a framework for relations between the academic world and the business world. Under said
agreement, the Economic Research Department began a new publication, Situación Andalucía y
Extremadura which is published twice yearly, the first edition of which came out in June.
The members of the ERD continued actively collaborating in important national and Latin American
press media, through opinion tribunes, in keeping with the constant support they lend to the
Communication and Image Department, as shown in various presentations to the media, press
conferences, etc. This department has likewise attempted to address some of the key question marks that
arose in the turbulent economic and financial situation of the last year, attempting to anticipate possible
scenarios for the economy and thus ease decision-making among economic players. The ERD, in short,
increased its presence in all kinds of forums to analyse the present economic situation and the prospects
for the future.
Indeed, in 2008, the Economic Research Department received the prize annually awarded by the
International Conference of Commercial Bank Economists (ICCBE), in recognition of its good work in
forecasting economic and financial variables.
Throughout last year, the ERD collaborated with the Inter-American Development Bank (IDB) in
matters related to pensions and insurance, it made numerous presentations, especially focusing on the
training of would-be professionals in this field, and it worked intensely on the reform of pension systems in
Latin America.
In the bancarisation and microfinance field there were also fruitful expert meetings in various forums on
this topic. Lastly, the ERD took part in a seminar held on CSR in London and in various meeting held in
Mexico dealing with housing.
The new organisation of the Economic Research Department was divided into four areas in January 2009:
• Spain and Europe unit. This aims to enhance analyses of the European economy and frame the Spanish
economy in a higher profile European context. Its chief publications are Situación España, ‘Europa
Watch’, Situació Catalunya and Situación Andalucía.
33
• Mexico and US unit. Managed from Mexico, it aims to extensively monitor both countries and how
they interact, paying particular attention to the structural and cyclical analysis of both economies,
regional and sectoral analyses and monitoring monetary policy. The chief publications are ‘Fedwatch’
and ‘Economicwatch’, which provide in-depth analyses of different economic aspects, as well as ‘Texas
Trends’ and Monitor Hispano.
• Emerging Economies Unit. This aims to consolidate the analysis the Economic Research Department has
hitherto been undertaking of the Latin American economies, and to boost it with transversal studies of
the region, extending them to other emerging economies, such as that in Asia, a strategic region for
BBVA. The main publications are ‘Latinwatch’ and Situación, which is published in each country in
which the Group operates.
• Economic and Financial Scenarios Unit. This unit undertakes real and financial variables analyses,
incorporating inputs from the various geographical areas to make a coherent global scenario. It also
builds quantitative models to analyse and predict a complex environment, taking in long-term trends,
including pension systems and sector analyses (real estate, consumer and finance).brings out publications
such as Situación Inmobiliaria and Situación Consumo.
34
CORPORATE VOLUNTEER WORK
IN SPAIN
Junior Achievement Foundation: “The advantages of staying in school”
75 BBVA volunteers took part in this programme in 2008, the volunteers having received prior training delivered by JAES. Their
task consisted of instilling in pupils the concept of personal realisation, in identifying the value of education as a means of
achieving personal goals and relating it to the development of personal skills and talents and transmitting the concept of
employability.
The programme also includes participation in a decision-making game to do with dropping out or staying in school.
The five classes into which it is structured focus on:
• Building our own path
• Decision-making
• The cost of dropping out of school
• Facing our problems
• Projecting ourselves into the future
35
SUSTAINIBILITY RATINGS, PRIZES
AND AWARDS
Sustainability ratings measure companie’s performance in economic, social, ethical and environmental
terms. The score and even remaining in the stock exchange sustainability indices depend of demonstrating
constant progress in the issue of sustainability.
The scores shown are those obtained for the period 2006 to 2008 from the assessment performed by the
SAM agency.
36
37
38

Suplementary Information 2008 PDF

Transcription

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